The KPMG International Annual Review focuses on our record of achievement and those who define us as an organization: clients, people and communities.
We will build and sustain our reputation as the best firm to work with by ensuring that our people, our clients and our communities achieve their full potential.
KPMG's Global IFRS Institute provides information and resources to help Board and Audit Committee Members, Executives, Management, Stakeholders and Government Representatives gain insight on the evolving global financial reporting framework.
CC&S is a global network of professionals providing sustainability & climate change services delivering value to corporate & public sector clients.
Mining organizations need to adapt across the mining asset lifecycle, from expansion to closure, as changing economic, political and regulatory environment demand greater flexibility.
The Chemical industry’s landscape is changing fast - global companies are developing or launching new products and services – and appear optimistic - setting sights on geographic expansion.
Something to Teach, Something to Learn addresses practitioners rather than policy makers - and it champions real and successful developments as well as showing how new theories can be applied in the real world.
This report provides an analysis of the complex, fragmented and rapidly evolving green tax landscape worldwide. It aims to encourage companies to explore the opportunities of green tax incentives, and to reduce exposure to green tax penalties.
The global job search tool allows you to search available career opportunities within many of our 150 member firms worldwide.
KPMG's International Case Competition (KICC) is a chance for students to challenge yourself to solve a real business issue and an opportunity to meet new people across the globe.
“All mobile banking solutions must be created with the customer in mind. Banks cannot lose sight of their targeted end user segments as they develop their strategy.”
- Fred Schneidereit, Partner, KPMG in Germany
For example, organizations pursuing reputational benefits may want to focus on being first-to-market with mobile solutions in order to demonstrate their innovative nature and customer focus. Others may prefer to set more quantitative objectives around revenue generation and may therefore focus on developing high-value services that merit a premium fee. And those pursuing customer loyalty benefits will want to ensure they are focused on meeting and exceeding their customer expectations.
Central to any strategy for retail banks must – of course – be the customer. Indeed, the ability to accurately assess customer segments, trends, demands and concerns will be critical to creating a strong and valuable mobile payment strategy.
We encourage you to contact your local KPMG member firm, or email banking@kpmg.com to talk to one of our mobile banking specialists.